Great designers are strong at "product thinking." This is a key aspect of many design interviews, as well as many PM or VC ones.
But what exactly is product thinking? And how does one get good at it?
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First, what is "product thinking?"
My definition is simple: Do you have good instincts about what makes a product useful and well-loved by people
More than that, could you design toward that outcome?
To have good instincts about what makes a product beloved, you generally have...
1) Curiosity about how people think and behave
2) Understanding of why various products are popular/unpopular
3) A habit of analyzing new products
4) An eye for seeing good/bad user experiences
The following types of questions try to get at product thinking:
1) Critique Product X — which decisions are smart? Which aren't? Why?
2) How would you help Product X win over Audience Y if you were its leader?
3) Take problem Z... What would you design to solve it?
The very best product thinkers I know are insatiable about understanding why things work. They love to discuss their favorite services, but not just what they like/dislike; they also consider the broader landscape of why a product might work for an audience that *isn't* them.
The most important qualities in improving one's product thinking are:
👀 curiosity
🔍 observation
How do you become a better observer?
1) Start by observing your own reactions to the products and experiences in your life.
2) Then, observe your friends' reactions
3) Then, observe the broader world's reactions
4) Finally: Be curious about why the reaction is what it is
Curiosity comes in many forms, eg:
1) talking with others about why they have the reactions they do 2) reading books about human thinking/behavior (ie Thinking Fast and Slow) 3) dissecting cultural phenomena 4) trying out new products 5) making products and seeing the outcome
If you want to improve your product thinking, I suggest two metrics to track:
1) how many conversations / reflections per week do you have on why a product, feature or service works or doesn't work?
2) how many new features/products/services do you try a week?
It's not innate talent to be have a good product sense. Designers are relatively strong here because of practices like design critique—few other roles get as much exposure to other people's opinions on the daily.
Researchers, data analysts, VCs can gain product sense through pattern-matching from large sets of data. PMs, engineers, marketers develop it in the trenches of repeated shipping and iteration.
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Someone on your team says: “Our goal should be to move Metric X up Y% this half.” Your inclination is to nod, say “Cool” and get on with the actual building.
But pause!
The goals you agree to determine what you build. So consider them carefully and ask the following:
1) If we were wildly successful this half, what’s the ideal outcome for customers using our product?
The point of target metrics is to keep ourselves accountable to doing our best for customers, and in turn, the business.
Any metric will be a proxy; THIS is the real goal.
2: In what scenarios would we get closer to our ideal outcome but not make progress on our goal metric(s)?
If you can come up with tons of examples, you need to pick better proxy metrics.
A few metrics typically work better than a single metric as a proxy for success.
1. For whatever action scares you (and isn’t life-threatening), remember this surefire way to eliminate the fear: do it 100 times.
2. Taking advantage of youthful invulnerability is like taking out a loan. Over decades, your body eventually comes to call the debt.
3. The dimension of time explains why you are not your thoughts, your emotions, or your capabilities. None of these persist against the ticking of the clock.
As someone who works in data, I always joke to my friends that I have incredibly poor data visibility on how my book is doing. I don't know how many copies have sold, for example. I don't know how many people have read it.
Most importantly, I don't know how many people found it *useful* and what is the ratio of readers who found it useful versus not, which are the metrics I most care about!
(And if not useful, I'd like to know why, so I can learn something in the process.)
What I have to go on are anecdotes. I'm grateful for each person who has reached out about my book over the years. It floods me with warmth whenever someone tells me they picked it up after a promotion, or when their whole team read it, or when they recommended it to a friend.